Experience

Ministry for Ethnic Communities

• New Zealand
• Government Administration
• 1 - 100 Employee

• Deputy Chief Executive Officer - Systems, Capability and Programmes

  • Jun 2022 - 1 year 7 months

  Wellington, Wellington Region, New Zealand

• Deputy Chief Executive - Corporate Services -

  • Aug 2021 - Jun 2023

  Wellington, Wellington Region, New Zealand The Ministry for Ethnic Communities is the Government’s chief advisor on ethnic communities, ethnic diversity and the inclusion of ethnic communities in wider society. New Zealand’s ethnic communities make up 20 per cent of our population, almost a million people and growing. We are an increasingly diverse nation and this diversity is a source of strength. We work with communities, other Government agencies and a range of organisations to help increase social cohesion and… Show more The Ministry for Ethnic Communities is the Government’s chief advisor on ethnic communities, ethnic diversity and the inclusion of ethnic communities in wider society. New Zealand’s ethnic communities make up 20 per cent of our population, almost a million people and growing. We are an increasingly diverse nation and this diversity is a source of strength. We work with communities, other Government agencies and a range of organisations to help increase social cohesion and ensure Aotearoa is a place where everyone feels welcome, valued and empowered to be themselves. We also provide services and support directly to our communities. Understanding ethnic communities and how government works are critical to the success of the Ministry. The Ministry is made up of staff who hail from and identify with Africa, Asia, Continental Europe, Latin America and the Middle East. We have migrants, refuges and NZ born. We have people who have worked in communities and those who have worked across government. In this role I am responsible for all support services for our staff and leaders and external stakeholders such as Finance, Communications and Human Resources.



Royal Commission of Abuse In Care

• General Manager Shared Services/COVID-19 Crisis Manager

  • Jul 2019 - Nov 2021

  Wellington & Wairarapa, New Zealand The Royal Commission of Abuse In Care was set up in late 2018 months ago, to look into and investigate what happened to children, young people and vulnerable adults in State and faith-based care in New Zealand between the years 1950-99. The Inquiry is investigating, why people were taken into care, what abuse happened and why and lastly determining the effects of the abuse on survivors. I am responsible for the Shared Services areas of the business, in particular, Finance, Human Resources… Show more The Royal Commission of Abuse In Care was set up in late 2018 months ago, to look into and investigate what happened to children, young people and vulnerable adults in State and faith-based care in New Zealand between the years 1950-99. The Inquiry is investigating, why people were taken into care, what abuse happened and why and lastly determining the effects of the abuse on survivors. I am responsible for the Shared Services areas of the business, in particular, Finance, Human Resources, Property, Procurement, IST and Project Management. I am leading a team of 28 staff from multiple disciplines and our roles is to support the Commissioners, our staff working with survivors and survivors themselves. Given the current COVID-19 crisis I am also leading this piece of work for the Royal Commission. I am leading a team of 8 staff who comprise the Crisis Management Team, whose role is to ensure that staff and leaders are supported whilst working remotely as well as having the appropriate wellbeing programmes in place and daily communication updates. Show less



MFAT

• Leadership Consultant - Contract

  • Mar 2019 - Jul 2019

  Wellington This role was a 14 week contract tasked with reviewing all facets of leadership for MFAT. This included the Ministries strategic direction in this space, the leadership capability needs, all its frameworks, resources, and leadership development programmes. It included interviewing selected leaders at all levels of the organisation as well as external stakeholders to understand what is working well and what could be improved. This resulted in over 70 interviews being conducted and concluded… Show more This role was a 14 week contract tasked with reviewing all facets of leadership for MFAT. This included the Ministries strategic direction in this space, the leadership capability needs, all its frameworks, resources, and leadership development programmes. It included interviewing selected leaders at all levels of the organisation as well as external stakeholders to understand what is working well and what could be improved. This resulted in over 70 interviews being conducted and concluded with a report, which highlighted themes around leadership, what was working and what needed improving. Lastly there were recommendations with the intention that this form the development of their future leadership strategy and framework. Show less



Parliamentary Service

• Chief People Officer, Parliamentary People & Culture

  • Jun 2014 - Feb 2019

  Wellington & Wairarapa, New Zealand The Parliamentary Service supports New Zealand’s democracy by providing administrative and support services to the House of Representatives and to members of Parliament. It also administers funding entitlements that enable members of Parliament to perform their role effectively. They also deliver services to the public, and to other agencies on the Parliamentary precinct: Office of the Clerk of the House of Representatives, Parliamentary Counsel Office, Department of the Prime Minister… Show more The Parliamentary Service supports New Zealand’s democracy by providing administrative and support services to the House of Representatives and to members of Parliament. It also administers funding entitlements that enable members of Parliament to perform their role effectively. They also deliver services to the public, and to other agencies on the Parliamentary precinct: Office of the Clerk of the House of Representatives, Parliamentary Counsel Office, Department of the Prime Minister and Cabinet, and the Department of Internal Affairs’ Ministerial and Secretariat Support Services. They administer services and members’ funding entitlements in accordance directions given by the Speaker of the House. Services to members The following services are provided to members both on the parliamentary precinct and at their electorate and community offices around the country. Employment of member support staff Electorate and community office administration, management services & security Research and information services Health, safety, & wellbeing services Travel services Funding administration and accounting services Information communications and technology (ICT) services Payroll and human resource services I was responsible for leading, developing and implementing all people programmes of work for Parliamentary Service, this includes being responsible for over 400 employees that work directly with Members of Parliament. Key to this role is the design and implementation of a 4 year people strategy that will attract and retain people to the organisation as well the development of a high performing people and culture team. Show less



Xero

• New Zealand
• Software Development
• 700 & Above Employee

• Capability Manager - Contract

  • Feb 2014 - Jun 2014

  Wellington , New Zealand I worked at Xero on a 5 month contract where I worked within the HR team at Xero. Key programmes of work included, reviewing, designing and building people projects, such as a new remuneration and incentive framework as well as global people frameworks that were used worldwide.



NZ Racing & TAB

• General Manager People & Culture

  • Feb 2011 - Jan 2014

  Petone, Wellington My role as GM People & Culture of NZRB and TAB was responsible for developing people strategies that enabled NZRB to attract, develop and retain a committed workforce capable of delivering on NZRB’s strategic objectives. This role reported to the CEO, and additionally oversaw the provision of operational HR support including the payroll function. This role led the business partnering and organisational development operations with a clear focus on our strategic People Plan, as well as cyclical… Show more My role as GM People & Culture of NZRB and TAB was responsible for developing people strategies that enabled NZRB to attract, develop and retain a committed workforce capable of delivering on NZRB’s strategic objectives. This role reported to the CEO, and additionally oversaw the provision of operational HR support including the payroll function. This role led the business partnering and organisational development operations with a clear focus on our strategic People Plan, as well as cyclical HR activities such as annual performance and remuneration reviews. The role’s priorities were to continue to build capability, talent and performance, grow employee engagement and strengthen NZRB’s leadership capability and culture. Show less



Meridian Energy

• Capability Manager

  • Feb 2010 - Feb 2011

  Wellington Direct Staff responsibility: 14 total Organisational wide: 890 staff, nationwide Budget: $3.9 million Role: I was responsible for all people capability programmes across the organization, this included the accountability and design of the People Capability strategy for Meridian and the build and implementation of best practice associated programmes. • Lead the Organisational Development team, the Learning & Development team which included the graduates (8 in total), and… Show more Direct Staff responsibility: 14 total Organisational wide: 890 staff, nationwide Budget: $3.9 million Role: I was responsible for all people capability programmes across the organization, this included the accountability and design of the People Capability strategy for Meridian and the build and implementation of best practice associated programmes. • Lead the Organisational Development team, the Learning & Development team which included the graduates (8 in total), and the Recruitment function. • Primarily I was responsible for building knowledge, developing current and future capability and talent and managing change programmes for the organisation. • member of the organisational strategy team Specific programmes of work included: • Design, development and implementation of a leadership talent programme, includes competencies for the whole organisation • Design of a leadership framework across the organization • Lead and directed an induction DVD for the organisation • Succession planning, performance management frameworks • Re-launch of the Graduate programme Show less



PGG Wrightson

• Head of Organisational Development (12 month fixed term contract)

  • Feb 2009 - Feb 2010

  Christchurch NZ Staff responsibility: 4 total Organisational wide: 2700 staff, nationwide Budget: $1.5million Role: I was on a 12 month fixed term contract with PGG Wrightson. This was a senior HR position and I was responsible for all HR related projects for the organization, as well as the organizational development and the Learning & Development functions. My role was accountable for the development of the HR strategic plan. Specific programmes and frameworks I developed and implemented… Show more Staff responsibility: 4 total Organisational wide: 2700 staff, nationwide Budget: $1.5million Role: I was on a 12 month fixed term contract with PGG Wrightson. This was a senior HR position and I was responsible for all HR related projects for the organization, as well as the organizational development and the Learning & Development functions. My role was accountable for the development of the HR strategic plan. Specific programmes and frameworks I developed and implemented included: • Coaching for the Executive team on individual development plans • Leadership Competencies • Leadership Talent & Succession Programme • Performance Management Programme and framework • Responsible for an engagement survey (JRA),this included the duties of the engagement team, as well as the communication of the results to all leaders and employees across the organization • Leadership development frameworks, internal residential programmes • Design and delivery of a vision & values framework for the organization • Introduction of HR metrics programmes I worked predominantly with the Group leadership team (Executive team), senior leaders and key business stakeholders across the organization to design, deliver and implement these programmes to a best practice level as well as ensuring were are measured and reviewed. Show less



HM Revenue & Customs

• United Kingdom
• Government Administration
• 700 & Above Employee

• HR Manager Capability

  • Feb 2008 - Feb 2009

  Wellington Role: Human Resources Manager, Organisational Capability (Tier 4) Staff responsibility: 34 total Budget: $2.3 million I worked at Inland Revenue where I was responsible for 3 specialist teams, Organisational Development, Recruitment and Selection and the Learning and Development teams. My main role was to lead plan, resource, research and introduce allocated IR people strategic programmes for the specialist areas of HR, in particular Career Management, creation of a… Show more Role: Human Resources Manager, Organisational Capability (Tier 4) Staff responsibility: 34 total Budget: $2.3 million I worked at Inland Revenue where I was responsible for 3 specialist teams, Organisational Development, Recruitment and Selection and the Learning and Development teams. My main role was to lead plan, resource, research and introduce allocated IR people strategic programmes for the specialist areas of HR, in particular Career Management, creation of a Diversity strategy, Leadership Programmes, Change management, Culture, Talent Management, Wellness, graduate programmes and succession planning initiatives. I also managed the IR recruitment and selection area to ensure effective alignment and consistency of recruitment and selection strategies, policies and processes across the organisation. This included a strong focus on graduate recruitment and management of IR wide talent programmes as well as the development of branding and employment value propositions. During my time there I commenced a review of the Learning & Development area for the organization. This initially involved an audit, I left before this was completed. I also provided strong leadership and support to the teams of Managers and Advisors (34 in total) to enable them to develop their development and consulting skills as well as ensuring they deliver on appropriate programmes. Reason for leaving: Offer of a position Show less



Pixelz Productions, Media Company

• Producer

  • May 2005 - Nov 2007

  Wellington Company: Pixelz Productions Ltd, 2005- 2008 Role: Producer/Director and Human Resource Manager I am still a Co-Director of this company with my husband I worked at Pixelz Productions for 3 years. I was responsible for associated production work, writing, developing and researching concepts for television ideas and producing. I arranged crews and talent for each project or job and was responsible for the marketing, proposal, tender and people side of the business. I was the… Show more Company: Pixelz Productions Ltd, 2005- 2008 Role: Producer/Director and Human Resource Manager I am still a Co-Director of this company with my husband I worked at Pixelz Productions for 3 years. I was responsible for associated production work, writing, developing and researching concepts for television ideas and producing. I arranged crews and talent for each project or job and was responsible for the marketing, proposal, tender and people side of the business. I was the liaison point between the clients and the company. I produced 2 documentaries for television: • To Hell & Back: TVNZ, 2007 • RSA- Remembering Who We Are: TVNZ, 2007 I produced and directed the following media products for corporates: • Induction DVD for Meridian Energy • Induction DVD for NZRB & TAB • Age Concern Abuse & Neglect: Corporate Documentary, 2007 • Corner Solutions Corporate DVD, 2007 • Blind Foundation, 3 Commercials, All Broadcasters October 2007 • Archives New Zealand, Commercial and Corporate DVD, Oct 2006 Show less



ANZ

• Australia
• Banking
• 700 & Above Employee

• Head of Talent Management, Workplace & Culture

  • Oct 1996 - Jan 2005

  Wellington Company: The ANZ/National Bank of New Zealand Ltd, Financial Services, I was at the ANZ National Bank Ltd for 8 years specializing in Human Resources, project management and organizational strategic planning. I held several different human resources roles during that time. I was responsible for leading and planning and implementing all Bank-wide people Strategic programmes. Career highlights being a part of the due diligence team through the merger of the ANZ bank and the National Bank in… Show more Company: The ANZ/National Bank of New Zealand Ltd, Financial Services, I was at the ANZ National Bank Ltd for 8 years specializing in Human Resources, project management and organizational strategic planning. I held several different human resources roles during that time. I was responsible for leading and planning and implementing all Bank-wide people Strategic programmes. Career highlights being a part of the due diligence team through the merger of the ANZ bank and the National Bank in 2003-2004 and the merger of National Bank and Country wide Bank. The following is a snapshot of the various roles and areas I was responsible for: *Head of Talent Management, Workplace & Culture – People Capital, *Senior Human Resources Manager, Business Unit Delivery, I have had extensive experience managing large projects, including annual HR budgets of $9million, staff of up to 42 people. This role covered all facets of business delivery including training and development, recruitment and general HR advice. *Senior Manager Human Resources – Project – “Flexible Working” Jan 2001-Jan 2002, I was seconded to this project, to design it, lead it, introduce it and implement it to the entire Bank. This project included being seconded to Lloyds Bank in London, UK for 6 weeks to present my project to them. *Senior Human Resources Manager Retail Banking - Nov 1999-Jan 2001 I was responsible for all HR areas of the Retail Bank, (1800 staff.) I had a team of 12 HR consultants around the country. In particular I was responsible for annual negotiations with the union, (Finsec) and implementing bank-wide people prgrammes to all branches nationwide. *Senior Human Resources Manager Corporate and Commercial Banking - Feb 1998-Nov 1999 *Human Resources Manager Rural Banking- National Bank - Oct 1996-Oct 1997 This was a sole charge position. I was responsible for all HR areas of the Rural Banking division. (280 staff.) Show less



NZ Tourism Board

• Human Resources Advisor

  • Jan 1993 - Aug 1996

  Wellington Worked in partnership with line management providing HR advice and support, including employment relation advice, union negotiations, health & safety and recruitment.